2. Together we are responsible for surface ships and craft from “cradle to
grave,” from concept to disposal. Therefore, in all of our efforts and in all of
our work, we want to reinforce our continuing efforts to take a “lifecycle”
perspective for the ships and craft we acquire and support.
3. We expect all Team Ships Program Managers and their staffs to engage with
one another to ensure that lifecycle planning occurs from the earliest point in
the acquisition process and that there is a consistent and comprehensive process
for the transition of ships from new construction to in-service.
4. In furtherance of that mission, all of our decisions must continue to take
into consideration the effects on our ability to support the ships and craft and
the Total Ownership Cost (TOC) throughout their entire life. We recognize and
acknowledge that for many years we have been implementing numerous TOC
initiatives effectively at the individual program level. We are now elevating
our approach to TOC across the Team Ships Enterprise.
5. Starting today, as Team Ships, we will be working to enhance and
strengthen the necessary relationships across programs and appropriately
standardize the processes/procedures that will be required to make this happen.
We will also be creating the right venues to share and resolve issues from all
phases of the acquisition process that affect our ability to maintain and
support ships throughout their lifecycle, assure their operational readiness and
that affect lifecycle costs. This will require even greater involvement,
collaboration and teamwork by all key stakeholders in all phases of the entire
6. Taking an aggressive approach to managing and reducing Total Platform
Ownership Costs is a key tenet of our contribution to the success of the US Navy
and Marine Corps. It must be our focus every day in every stage of every ship
and craft program. There are no silver bullets; we need to maintain a ruthless
focus on driving down costs a dollar at a time. We can make a difference here
because we are-Team Ships! Total Platform Ownership Principles and
Practices will serve as a compass in realizing the full potential of
Total Platform Ownership Principles and
We hold the following Total Platform Ownership Principles
as necessary for success:
1. We are committed to driving down the total cost of the surface Navy.
2. We are responsible and accountable for the total ship and all its
3. We manage the portfolio of ship classes as a business unit access
4. We lean forward-we innovate for affordability, sustainability, and
5. We aim to get even better, no matter how good we are
We commit to collaboration and teamwork on Total Platform Ownership
1. We maintain a robust workforce pipeline access acquisition and in-service
organizations, with boundary-spanning rotational assignments, transfers and
promotions to ensure robust understanding of the platform lifecycle.
2. We assure high quality products, with a focus on speed to delivery and
speed to mission-ready.
3. We include representation from both acquisition and in-service programs
(PEO Ships and SEA 21) in every major decision board in Team Ships from the
earliest point in the acquisition process, (e.g., change control boards, process
4. We aggressively ensure that Fleet lessons learned are fed back into
acquisition and modernization programs for consideration.
5. Our approaches and processes are appropriately standardized across
programs, making use of best practices and commonality to improve